In this episode's conclusion to "The 8 Biggest Problems" podcast, Cadence president John Patton brings you problem number eight in the series: Project Managers are Passive.

This time, in "The 8 Biggest Problems" podcast, Cadence founder John Patton brings you problem number seven in the series: Changes to cost, schedule, and performance are not controlled.

A common stumbling-block for companies appears well into the project planning and implementation stage, when roles have been decided but actual responsibility at the task level is lacking. We have detailed several causes and effects below, along with a best-practice solution to help you ensure that your project has the greatest possible chance of success.

A common challenge many clients face in project management is simply being able to get enough people onto the project team. To build crucial momentum, a successful project requires sufficient team members to take care of all aspects of the planning and execution.

A common problem that we regularly see with clients in a broad spectrum of industries is that many people simply don’t have the ability to plan their section of the work required for the project to be successful.

We see this all over the world and it is one of the most common problems clients talk about: our projects start slowly.

The planning phase is the stage that comes into play immediately after authorization and initiation, and it is critical to the success of your project.

People are not working on the project and their management doesn’t know it

Cadence founder John Patton brings us this series based on his speech, "The 8 Biggest Problems with Project Planning and Execution ... and Solutions for Each."

As projects near completion, it can sometimes be difficult to finalize and deliver them due to issues that can drag on or situations that arise. Getting over that last hump, to deliver the finished project can be the most difficult phase.

It happens. The team is working hard and they’re trying to keep up. Everyone’s putting in the extra effort. Yet you’re running into a number of problems. In the middle part of the project, you can start to lose momentum. The team can start to lose some of their enthusiasm. And, if you’re not careful, you can even start to doubt yourself and your abilities. Cadence founder, John Patton, discusses how projects—and project managers—can get bogged down in the middle stage of a project. He also...

In the early stages of a project, a number of issues can crop up that can shift the project manager’s focus away from getting the project kicked off and on its way to eventual delivery. It’s an important time, as a successful start sets the stage for a successful delivery. This segment is the first in a three part series that focuses on keeping your projects moving. In it, Cadence CEO John Patton lays out the causes for projects getting off to a slow start, and outlines strategies for dealing...

This week’s problem card asks, “we’re dealing with so many external influences demanding quick successes — how do you avoid jumping to implement in a way that drives success but doesn’t forget that you’re working on a project?” This week on the show, Connie Plowman joins Pete Wright to take on this issue with tips on planning, strategy, and nimble project management that allows you to be responsive to organizational demands without taking unnecessary risks.

This week’s problem card focuses on the busy executive that, for whatever reason, is not making tough decisions quickly and is beginning to impact the smooth march forward of the project. This week on the show, Connie Plowman joins Pete Wright to walk through the roadblocks to executive decision making, and outlines key steps you can take to make sure your leadership team is equipped with the right data to make the right decisions for your project. In this episode, we make reference to the...

Former Cadence COO Connie Plowman returns to Ask Cadence to discuss portability of the project management skill set in her new role. John Patton and Pete Wright talk with Connie as she shares the value of the project management domain in organizational leadership.

A Cadence graduate called for help — after relocating for a promotion, his company was acquired by a new firm. Management roles changed, and it was time to renegotiate. This week on the show, John Patton and Pete Wright tackle this issue, and share guidance on planning your career in the face of company acquisition.

This week’s project challenge comes from a recent attendee dealing with the loss of a critical team resource — a team member recently suffering a stroke. This sort of shock affects teams on many levels, from the deeply personal, to the profoundly professional. This week on the show, John Patton joins Pete Wright to take on this sort of devastating loss and discuss the recovery process ahead.

Each PMI Global Congress, we like to sit down with Cadence representatives and do a brief recap of lessons learned. This year’s Global Congress in Dublin gave us an excellent opportunity to visit trends in complexity and program management, as captured by some of the top thinkers in our field. This week on the show, John Patton joins Pete Wright for a discussion of highlights, and a sneak peak into terrific new work on complexity from PMI.

The Project Management Institute’s Education Foundation is a foundation for spearheading the kinds of projects that support building best-in-class project managers for the future. This week on the show, John Patton and Pete Wright review the role of this important part of our project management ecosystem and cover how the foundation drives project management education around the world.

Organizations that invest in developing their project management initiatives quickly recognize the complexity that comes with newfound sophistication. To tackle broader and more robust initiatives, portfolio and program management offer a new basket of tools and skills for medium and large organizations to apply. This week on the show, John Patton and Pete Wright discuss the organizational impact of a portfolio and program management initiative and offer ideas on how you can begin to drive...

There is a fear and misconception that project managers without technical or engineering skill will put the projects they manage at risk. Further, that organizations that adopt project management across the company, the only kind of project manager that surfaces will be the non-technical sort. This week on the show, John Patton and Pete Wright take on the fear, not to defend the non-technical project manager, but to give you ideas on how to best integrate the non-technical project...

For 28 years, John Patton has been serving and supporting the Project Management Institute, both as President and CEO of Cadence Management Corporation, and as a professional project manager and researcher of the field. This week on the show, join Patton and Pete Wright as they reflect on the history of PMI and the role of the organization in the life and work of project managers around the world.

During the implementation phase of the project, the team is stretched by the customer to add to scope. It’s causing strain on the team and putting pressure on the schedule. This week on the show, Jay Christensen and John Patton join Pete Wright to discuss the critical importance of scope definition in planning, and how to manage the complex client relationship that evolves after profile development is complete.

The transition from project mode into operations is often every bit as critical as planning the project itself. This week on the show, John Patton and Jay Christensen join Pete Wright to take on this issue, and provide options for bringing transition planning back into the planning process, and under control.